CLEAN WATER FOR NIGER

CLEAN WATER FOR NIGER

SCS 1860-247Liliana Diaz OlavarrietaFinal Project: Group #3

By:Afihene, Suzanne qq111091

Costa, Tiago x225689Dubrick, Tanya x228883

Meyer, Ernest xqq109942

ContentsScope 4

Project Scope Statement 4

Project Assumptions and Constraints 5

Project Work Breakdown Structure (diagram) 7

Activity Task List for all tasks 8

WBS Dictionary (10 tasks) 10

Time 11

Network Diagram (Gantt Chart) 11

Activity Duration Estimates 11

Project Critical Path 15

Cost 16

Activity Cost Estimates 7

Cost Estimating Work Sheets (bottom-up) Estimates 16

Cost Performance Base Line 18

“Simulated” Execution for Comparison of Cost Performance to S-Baseline 18

Human Resources 19

Responsibility Assignment Matrix (RACI chart) 19

HR Roles and Responsibilities 20

Project Staffing Management Plan-up21

Communication 22

Stakeholder Contact Details 22

Communication Management Plan 23

Quality 27

Quality Management Plan 27

Quality Metrics 27

Quality Assurance Plan 28

Risk 29

Risk Management Plan 29

Risk Register (Opportunities and Threats) 31

Probability and Impact Matrix 33

Risk Response Plans (top 3 risks) 33

Procurement 34

Procurement Management Plan 34

Make or Buy Decision Justification 34

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Source Selection Criteria 35

Type of Contracts (including justification) 36

Integration 36

Integration Change Control Procedures 36

Project Completion and Review 37

Integration of Project Across Knowledge Area 39

Stakeholder Management 39

Stakeholder Management Plan 39

Stakeholder Register 40

Power/Interest Grid 41

Appendices 42

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SCOPE

Project Scope Statement

The objective of this project is to provide clean water supply in rural areas of Niger populated by many

children/families, by tapping into two billion cubic meters of water that is available underground. The project will

commence on March 26, 2015 and will be completed by December 2, 2016. Refer to Gantt chart on page 11 for a

detailed breakdown of tasks and dates for completion. Having a source of pure and clean water drastically changes

the social and economic life of any community, where struggle, hardship and disease are everyday occurrences.

Clean water will provide a life where vitality, education and livelihood, prosperity, hope, better health/hygiene and

fewer deaths become possible.

Hand-dug wells exist, however; they lack concrete liners and are subject to contamination by seepage of waste

and other contaminants. Traditional wells are also creating challenges, as they have no pumps, so women must haul

water up by hand which is a demanding and time-consuming chore. In addition, existing wells are widely scattered,

making it very difficult and very time consuming for women and children to access.

The project has been given to charity: water, a non-profit organization that has successfully completed similar

projects in other parts of the world. The budget for the project with a goal to build water wells that can be serviced,

maintained and sustained is $500,000 USD, funded by our donor. This is a fixed budget project and all stakeholders

need to ensure resources are carefully taken into consideration to ensure the schedule and budget stay on track.

Local and international standards for building water wells will be reviewed and adhered to.

A project management team (employees of charity: water) will lead the project and leverage experiences and

knowledge gained from similar projects that have proven to be successful. The project management team will

create a team of key stakeholders who will contribute to the success of this project. Government data and research

(WBS dictionary on pg. 10) will also be attained to ensure site designs and the implementation of construction and

water treatment/testing follows best practice.

There are several deliverables, which will be produced as a result of successful completion of the project. If all

of the following deliverables are not met, the project will not be considered successful. The project team is

responsible for ensuring completion of all these deliverables:

1. Deliverable 1 - A tested and operational water well that is approved by government standards and will

provide clean water for local communities.

2. Deliverable 2 - Water wells that are sustainable, easy to maintain and repair with parts that are locally

accessible.

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3. Deliverable 3 - Creation of "water communities", that is sustainable via local users who have been trained

on how to use equipment properly, repair and responsible for ongoing maintenance in order to prevent

contamination, and economical use of water.

Acceptance criteria have been established for charity: water to ensure accuracy and successful completion of the

project. All acceptance criteria must be met in order to achieve success for this project:

1. Deliver project within scheduled time and within the allocated budget.

2. Reduce time and effort required for women and children to get water.

3. Reduce number of illnesses and improve overall quality of life for local community.

4. Implementation of a sustainability plan.

Not included in the scope of this project are: ongoing well maintenance provided through charity: water and

individual/household distribution, tools/resources to transport water, building schools and/or lanterns and provide

education on agriculture.

Project Assumptions and Constraints

All stakeholders must be mindful of the identified assumptions as they introduce some level of risk to the project

until they’re confirmed to be true. During the project planning cycle, every effort must be made to identify and

mitigate any risk associated with the following assumptions:

1. Survey and assessments are based on hydrogeology.

2. Water sources are within close proximity to populated areas and safe distance from any contaminating

sources.

3. Water pump must be a sustainable pump. Maintenance can be easily accomplished with little training and

parts for the pump are readily available at a local level.

4. Government and local partners are willing to participate in the project and will oversee proper use and

maintenance of built water sources.

It is essential that considerations be made for these constraints throughout the project lifecycle. All stakeholders will

remain mindful of these limitations, as they must be strategically incorporated to prevent any negative impact to

the project schedule, cost or scope. The following constraints have been identified for the project:

1. Drill rig being used must be able to penetrate the soil formations in the area and reach groundwater within

the depth limit of the rig.

2. Project must be completed by Dec 2, 2016.

3. Project must be completed within budget tolerance.

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4. Environmental factors such as direction that groundwater flows are natural phenomena that are not result

of any human activity.

5. Receipt of any government or local permissions.

6. Property ownership such as individual, collective or federal.

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Project Work Breakdown Structure (diagram)

Figure #1: Work Breakdown Structure

CLEAN WATER FOR NIGER

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Activity Task List (including cost estimates) WBS Ref#

Activity Description Cost ($)

1 Project/Stakeholder requirements $5,000PMO to present Clean Water for Niger project plan to Government of Niger

1.1 Government to authorize plan1.1.1 Government to issue project permits1.1.2 PMO to gather census data

PMO to work with local partners to agree on the appropriate water site locations1.2 PMO to meet with the local community and discuss benefits of implementing our project

1.2.1 Local community acceptance to participate1.3 Acquire data

1.3.1 Receive and review geographical data from local partners – gain understanding of space and objects surrounding selected site

1.3.2 Receive and review engineering data from local partners to clarify information prior to designing and building site – may include drawings, build specifications and standards, design of product, in addition to inspection processes

1.3.3 Receive and review site survey data – information confirms site locations are optimal and surroundings won’t impede on development

1.4 Vendor selection processCreate list of local vendors who would like to collaborate with PM team

1.4.1 Contact vendors to distribute RFPReview proposals from various vendors and create a short list

1.4.2 Select vendor (contracting company)1.4.3 Procurement (award contract, control process agreements, contract closure)

Approval and sign-off all procurement documents2 Site design $50,0002.1 Standing pipe

2.1.1 Contractor to conduct mapping and blueprint standing pipe design optionsPMO to review designs with members of the contracting teamSelect design for implementation

2.1.2 Contractor to test water sample on siteWater results approved by government laws/standards

2.1.3 Contamination control conducted and shared with PMO – contractor to ensure all levels are accounted for (including controlling the existence, growth and proliferation of contamination in surrounding area of site)

2.2 Solar powered wells2.2.1 Vendor to conduct mapping and blueprint well design options

PMO to review designs and make selection with contractor2.2.2 Contractor to test water sample on site

Water results approved by government laws/standards2.2.3 Contamination control conducted and shared with PMO – contractor to ensure all levels

are accounted for (including controlling the existence, growth and proliferation of contamination in surrounding area of site)

3 Implementation $350,0003.1 Standing pipe construction

3.1.1 Site equipment delivered (contractor confirms receipt of all items referencing checklist)WBS Ref#


3.1.2 Bore drilling begins and process monitored by members of the contracting team to ensure in check with design plans and timing requirements

3.1.3 Installation of tubing, piping and pumps – including checkpoints to ensure plans and timing is on track

3.1.4 Safety access conducted – contractor to ensure area-surrounding site is protected (i.e., materials stored safely, holes fenced or covered and clearly marked, proper collection of waste materials, etc.)

3.1.5 Structure inspection to ensure safe for the community/customers and working as planned3.1.6 Sustainability plans developed in collaboration with PMO and shared with key

stakeholders for review and acceptance/sign-off for maintenance/longevity of the clean water project

3.2 Solar powered wells construction3.2.1 Site equipment delivered (contractor confirms all received by referring to equipment

checklist)3.2.2 Bore drilling begins and process monitored by members of the contracting team to ensure

in check with design plans and timing requirements3.2.3 Installation of tubing, piping and pumps – including checkpoints to ensure plans and

timing is on track3.2.4 Installation of solar panels – and check points to ensure installed according to design plans

and timing requirements3.2.5 Safety access conducted – contractor to ensure area-surrounding site is protected (i.e.,

materials stored safely, holes fenced or covered and clearly marked, proper collection of waste materials, etc.)

3.2.6 Structure inspection to ensure safe for the community/customers and working as planned3.2.7 Sustainability plans are developed and shared with key stakeholders for review and

acceptance/sign-off for maintenance/longevity of the clean water project3.3 Water treatment

3.3.1 Installation of carbon filters to remove potential contaminants and impurities3.3.2 Bio sands filter installed to remove any heavy medals, bacteria, viruses, and to remove

potential odour or unpleasant tasteContractor to make a site visit to ensure all installations have been completed as planned prior to testing and inspection

3.4 Testing and inspection at site3.4.1 Site approved and in compliance with international standards to enable continuation of

project to reach community/customers4 Integration $15,0004.1 PMO in collaboration with contractor, develops training/education tools and resources for

local communities4.1.1 PMO develops usage guidelines and shares with local communities and partners4.1.2 PMO develops service guidelines and shares with local communities and partners4.1.3 PMO in collaboration with contractor develops a maintenance and support program for

local community, customers and future contractors of Clean Water for NigerPMO to work with WHO to review maintenance program for recommendations, feedback and best practise

4.1.4 PMO availability to offer support to local communities, partners and contractors as needed

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WBS Ref#


5 Evaluation/reporting $5,0005.1 PMO develops and shares project evaluation reports with donors5.2 PMO develops and shares project evaluation reports with local communities and partners

$425,000Contingency Budget $75,000

Total Budget $500,000Table 1: Activity Task List

Work Breakdown Structure Dictionary (10 tasks)WBS Item Number

WBS Item Name Description

1.1 Government Authorization

This task involves getting permit authorization and census data from local and federal government agencies to perform work in Niger and to approach local communities with charity: water’s proposal of building water wells.

1.2 Local Community As part of local customs, permission from leaders of the local community must be granted in order to gain access and perform any kind of work. Strong relationships and community participation is important to provide education and training to these communities and find solutions that are unique to each environment. The ultimate goal – community water access and longevity as a result of proper training and education and to create an environment whereby communities play a role/become part of the new development.

1.3 Acquire Data A water point location is based on acquiring different types of data. Such as, geography (how remote from urban area, ease of access, terrain) and assessments of need (number of people to be served in the area, use of water). Charity: water will also consider the risk of overlap with the work of other organizations and availability of spare parts and repair services.

1.4 Vendors/General Contractor

This encompasses the procurement process. Charity: water will send out a request for proposal for experienced vendors. Vendor selection of the general contractor will be made based on previous work experience, use of equipment and hardware, and employment of local population. Once a vendor/general contractor has been selected, the contract will be awarded, followed by controlling process agreements. The general contractor will be responsible for sub-contracting the complete implementation phase. The general contractor/team will be monitored by the Clean: water PMO throughout the entire project. Checkpoints/updates will be provided to PMO to ensure project is on schedule and within budget.

2 Site Design This task involves the steps required prior to the construction of Standing Pipe and Solar Powered Wells. Mapping and blueprint designs at the site, testing water samples and ensuring contamination controls are conducted and implemented. Physical factors (terrain) and construction with locally available materials are taken into

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consideration in order to easily maintain and repair the wells. Other components that are considered are contamination control and water samples.

3.1 Construction (Standing Pipe and Solar Powered wells)

This task involves the complete construction for standing pipes and solar-powered wells. The selected General Contractor is responsible for ensuring equipment is delivered to the site as scheduled, proper construction occurs, and that site inspection is reviewed and approved (according to standards and best practices). The General Contractor is also responsible to ensure the budget stays on track.

3.2 Water Treatment This task involves bringing released water to safe drinking levels according to international standards by removing any contaminates. Water will be treated and filtered by use of carbon filters that have long life span or by Bio Sands filters.

3.3 Testing and Inspection

Once construction is complete, the structure will be tested and inspected for proper functionality following compliance with International Standards. Flow rate of water, protection from contamination and quality of water are just some of the steps involved. As a major milestone, key stakeholders and related government agencies will be notified.

4.1 Training/Education This task involves training local stakeholders on use, maintenance and repairs, in additional to educating local community members on sanitation and hygiene so that the community can use water supply safely.

5.1 Donor Stewardship This task involves sharing progress and results on completed wells with donors. Items include, but not limited to the number of people, time and budget used to complete the project, and the number of people that are affected by this project.

5.2 Community Partners This task involves acquiring valuable information, sharing project challenges/success and providing access to resources/tools, in addition to sharing similar documents provided to our donor.

Table 2: WBS Dictionary

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TIME

Network Diagram (Gantt Chart)

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Activity Duration EstimatesRefer to Network Diagram (Gantt Chart) above, starting on page 11.

Project Critical Path

Figure #2: Critical Path

COST

Activity Cost EstimatesActivity cost estimates can be found on the Activity Task List, page 8.

Cost Estimating Work SheetsBottom-up cost estimations are based on the WBS tasks found on page 7. Refer to page 8 for a complete description of

WBS activities.

WBS

Ref#

Activity Description Source Cost ($)

Total Cost $500,000

1 Project/Stakeholder Requirements $5,0001.4.

1Contact vendors to distribute RFP (use of websites, mailings, etc.) PMO $500

1.3.3

Site survey data Partners $400

1.3.2

Engineering data from local partners Partners $2,250

1.3.1

Geographical data from local partners Partners $500

1.1.2

Census data Government $100

Government and local partner gifts PMO $1,0001.1.

1Project permits from local government Government $250

2 Site Design $50,0002.2.

3Contamination control (Solar Panel) General Contractor $2,000

Water results approved by government laws/standards Government Standards

$500

2.2.2

Contractor to test water sample on site (Solar Panel) General Contractor $2,500

2.2.1

Vendor to conduct mapping and blueprint well design options (Solar Panel)

General Contractor $25,000

2.1.3

Contamination control (Standing Pipe) General Contractor $2,000

Water results approved by government laws/standards Government Standards

$500

2.1.2

Contractor to test water sample on site (Standing Pipe) General Contractor $2,500

2.1.1

Contractor to conduct mapping and blueprint standing pipe design options (Standing Pipe)


3 Implementation $350,000

3.1 Standing Pipe ConstructionWB

S Ref#

Activity Description Source Cost ($)

3.4.1

Site approval (in compliance with international standards) Government/WHO $800

3.3.2

Bio sands filter installation General Contractor $2,000

3.3.1

Installation of carbon filters General Contractor $2,200

3.2.7

Sustainability plan development PMO/General Contractor

$3,500

3.2.6

Structure inspection Government/WHO $2,500

3.2.5

Safety access conducted Government/WHO $9,000

3.2.4

Installation of solar panels – and check points General Contractor $55,000

3.2.3

Installation of tubing, piping and pumps – including checkpoints General Contractor $20,000

3.2.2

Bore drilling begins and process monitored by members of the contracting team


3.2.1

Site equipment delivered General Contractor $35,000

3.2 Solar powered wells construction General Contractor3.1.

6Sustainability plan development General Contractor $3,500

3.1.5

Structure inspection General Contractor $2,500

3.1.4

Safety access conducted General Contractor $9,000

3.1.3

Installation of tubing, piping and pumps – including checkpoints General Contractor $20,000

3.1.2

Bore drilling begins and process monitored by members of the contracting team


3.1.1

Site equipment General Contractor $75,000

4 Integration $15,0004.1.

3PMO in collaboration with contractor develops a maintenance and support program for local community, customers and future contractors of Clean Water for Niger

PMO/General Contractor

$3,000

4.1.2

PMO develops service guidelines PMO $1,500

4.1.1

PMO develops usage guidelines PMO $1,500

4.1 PMO in collaboration with contractor, develops training/education tools and resources

PMO/General Contractor

$9,000

5 Evaluation/Reporting $5,0005.2 Development of community partner project reports PMO $2,0005.1 Development of donor stewardship reports PMO $3,000

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Contingency Budget $75,000Table #3: Cost Estimating Work Sheet (Bottom-up) Estimates

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Cost Performance Base Line

Figure #3: Cost Performance Base Line

Simulated Execution for Comparison of Cost Performance to S-Baseline

Figure #4: Simulated Execution for Comparison of Cost Performance to S-Baseline

HUMAN RESOURCES

RACI Chart

Table #4: Responsibility Assignment Matrix (RACI Chart)

HR Roles and Responsibilities

Human resources roles and responsibilities are defined in the sections below for internal stakeholders of charity:

water’s project management team. All staffing for site design, implementation of construction (including equipment,

digging, structure inspection, etc.) will be lead by the General Contractor. Some of their key responsibilities include:

drafting all HR role templates (for job postings/vacancies). Vendor/contract management will ensure the terms of

agreements explicitly state the rights and responsibilities of Clean: water, the general contractor and all sub-contractors.

Internal Stakeholders

1. Risk Management: Establish a risk management plan incorporating a contingency in the event unforeseen

circumstances occur. It is important to eliminate or mitigate the impact of (negative) risks. The positive aspects of a

potential risk must be explored.

2. Vendor/contract management: Work in collaboration with the finance team and selected General Contractor to

ensure all costs does not exceed the total budget.

3. PMO:

a. Responsible for developing the scope of the project based on the expectations of the stakeholders/donors. Reference

to the best practices of previously completed projects will aid in finalizing strategies.

b. Requirement gathering: acquiring information that will facilitate the successful completion of the project with

constant reference to the scope.

c. Construction Plan: review plan submitted by selected vendors/contractors who will be the lead on all site and

implementation work.

d. Site survey and Blueprint design: based on the assumption that local partners have been contacted e.g. NGOs the

PMO will be privy to communities of high families density. The water solution selected will be based on the

characteristics of the locations. Results of the site survey conducted in (design + build) collaboration of all the vendors, a

final blueprint design will be submitted for approval.

e. Identify Key Milestones: to keep all stakeholders motivated, it is important to map out key milestones that indicated

significant process e.g. completion of drilled boreholes according to schedule and remain within/under budget.

f. Client Relationship Management: in order to ensure a positive working relationship between all stakeholders, the

PMO should (but not limited to) hold regular update/status meetings, hold one-on-on consultation meetings with each

stakeholder in regular intervals and organize celebrations of key milestones, etc.

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g. Submit Change Requests: in the event unforeseen circumstances occur, amendments to the scope, cost and schedule

should be submitted through an established and agreed upon process. This will notify all relevant parties who will

impact the outcome of the approved and implemented change.

h. Construction and Scheduled structure inspection: comply with government codes and standards. These inspections

will be conducted with the relevant vendor present. If work completed is not according to expected standards,

to contract agreement (requesting work to be redone in considerable timeframe).

i. Material + Equipment Procurement/Delivery and Construction: PMO will work in collaboration with vendor/contract

management to supervise the general contractor who acts in accordance with the provided guidelines through the

procurement and delivery process.

Project Staffing Management Plan

General Contractor to submit the plan to the PMO and finance for review. Approval is required within 2 weeks of signed

contract agreement. The General Contractor will be responsible for preparing a schedule and budget according to the

project management teams (strategic) project plan

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COMMUNICATION

Stakeholder Contact DetailsID Name Address Contact DetailsS1 Project Management Team 200 Varick St, Suite 201, New

York, NY 100141-646-688-2323www.charitywatercl.org

S2 IT Team 200 Varick St, Suite 201, New York, NY 10014

1-646-688-2324www.charitywateritc.org

S3 Marketing Team 200 Varick St, Suite 201, New York, NY 10014

1-646-688-2325www.charitywaterss.org

S4 Finance Team 200 Varick St, Suite 201, New York, NY 10014

1-646-688-2326www.charitywaterml.org

S5 Risk Management Team 200 Varick St, Suite 201, New York, NY 10014

1-646-688-2328www.charitywaterrl.org

S6 Government of Niger 124 Government St.Niger

Sue Jones1-888-789-1011www.nigerstate.gov.ng

S7 Government of France 156 Rue Pasteur, 12340 Cabourg, France

George King1-888-987-654www.gouvernement.fr

S8 MaRS 101 College St, Toronto, ON Jill Homes4-673-8100www.marsdd.com

S9 General Contractor 150 Government St., Niger James Little1-888-687-0990wellmastersystems.ca

S10 Local Community Teams 181 Government St., Niger John Frank1-888-987-1234www.communityniger.org

S11 Local Community Partners (subject matter experts)

191 Government St., Niger Sarah Armstrong1-888-124-0345www.commpartnersniger.org

S12 World Health Organization (WHO)

B.P. 10739 Niamey, Niger Thomas Butler1-888-234-567www.who.int/countries/ner/en/

S13 Project Donor 243 Bloor St., New York, New York, 10032

Brian Giving1-646-688-2398www.wehelpforcleanwater.com

Table #5: Stakeholder Contact Details

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http://www.marsdd.com/

Communication Management Plan• The project management team at charity: water resides in New York and includes a team of marketing

experts who collaborate with various internal and external stakeholders throughout the entire process

of this project.

• The project will be undertaken and completed in different villages of Niger.

• PMO has developed relationships with local communities, partners, vendors and government agencies

to increase the overall success of the project.

• All employees at charity water use English as the formal language of communication.

• Our local partners can speak English; however, there is a slight language barrier. However, we don’t see

this will have a negative impact on our working relationship.

• Cross-cultural considerations have been taken into account.

• A general contractor selected during the procurement process lives in Niger and will act as the lead on

managing all site design and implementation processes; however, the general contractor is required to

keep the PM team updated – refer to communications table #2 below (pages 24-26).

• The donor has authorized the PM team to keep him/her up to date on all aspects of the project and to

notify the donor on a needs basis; therefore, all forms of communication to the donor will come

directly from the PM team.

• All other forms of communication between stakeholders will follow as indicated in the table below.

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Communication Management PlanStakeholder Content Format Level of

DetailTechnology/

ConveyedFrequency of

Comm.Produced By

S1 Government Permit, Census Data, Acceptance to participate

Formal Printed Report/Legal Documents

High Email As required Government of Niger

S1, S5, S9 Geographical, Engineering & Site Survey data

Formal Printed Report/Legal Documents

High Email As required Local partners, Government of Niger

S1 Project Proposals Formal Document/Power Point

High Presentation/Web Conferencing if out of Country, Email

As required List of Potential Vendors

S1, S4, S5, S13

Procurement Documents and Complete Project Plan Sign-off

Formal Printed Report/Legal Document

High Web Conference, Email

Prior to Project Start Date

Selected Vendor (General Contractor)

S1 Control Process Agreements/Updates with Vendors

In-formal Report

Moderate Email Bi-monthly General Contractor

S1, S15 Pipe and Well Blueprint Designs

Formal Legal Document

High Printed Report, Email

Prior to Implementation

General Contractor

S1, S16 Water Sample Test Results

Formal Report

High Printed Report, Meeting, Email

Site Design Phase and Post Construction

General Contractor

S1, S9 Government approval of water test in accordance to laws/standards

Formal document, printed

High Email Once – completion of Site Design

Local government agency

Stakeholder Content Format Level of Technology/ Frequency of Produced By

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Detail Conveyed Comm.S1 Contamination Control

ReportsFormal Report

High Printed Report, Email

Prior to Implementation

General Contractor

S9 Site Equipment Product List

In-formal/List

Low Email, Fax Prior to Site Start Date

Equipment Co.

S1 Construction status In-formal Report

High Email, Blogs, Project Website, Meetings/Web Conferencing if out of country

Weekly General Contractor

S1 Urgent Construction Updates

In-formal Document

Moderate Email, Phone/Web Conferencing

As Required General Contractor

S1 Structure Inspection Reports

In-formal Report

High Email, Project Website

As required General Contractor

S6, S10, S11, S13,

Sustainability of water access Document

Formal Document

High Email, Website Post Construction

PMO, General Contractor

S1 Water Treatment Reports and Updates

In-formal Report

Moderate Email, Phone/Web Conferencing

As Required General Contractor

S1, S6, S12 Testing and Inspection Documents

Formal Printed Report

High Email, Phone Completion of Construction

General Contractor

New Contractors, S10, S11, S13

Training/Ed.(for all levels – usage, service, maintenance)

In-formal/Power Point, Brochures, Videos and Fact Sheets

High Project Website, Blog, Web Conferencing,Meeting

Completion of Testing and Inspection of Site


Stakeholder Content Format Level of Technology/ Frequency of Produced By

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Detail Conveyed Comm.S10, S11 PM Support In-formal Low Project

Website, EmailAs needed PMO

S6, S8, S11, S11, S13

Evaluation and Reporting Documents

Formal/Power Point and Supporting Documents

High Project Website, Web Conferencing, Phone, Meeting

Completion of Project/On-going


S1 Project Status Update In-formal Status Report

High Project Website, Email, Web Conferencing, Meeting, Blogs

Weekly General Contractor

S1 Project Progress Report In-formal Status Report

Moderate Web Conferencing, Project Website, Email, Blogs

Monthly General Contractor

S13 Project Status Update In-formal report

High Email, Phone Monthly/as needed

PMO

S4, S6, S13, All final project reports Formal Printed Report

High Email Project Completion

PMO

Table #6: Communications Management Plan

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QUALITYQuality Management Plan

Approach: It is critical that all deliverables and their delivery procedures are of high quality and high utility. The

Quality Management plan is designed by PMO, Finance, and General Contractor in consultation with the Niger

Government representatives to ensure that all standing pipes and solar-powered wells are strategically

executed to respond to the needs of clients. It draws on existing lessons learned, good practices documents

from various previous projects and recommendations of organizations such as UNDP and WHO. Inputs for a

successful Quality Management plan will ensure due diligence in prioritizing: Cost Baseline, Schedule Baseline

and Threats (e.g. reputational risk) & opportunities that may impact quality requirements. An effective plan will

mean less rework, higher productivity i.e. lower costs, on-schedule completion and sustained sponsor &

beneficiary satisfaction.

Policy Design:

Will follow guidance provided by key stakeholders on design and required inputs.

First draft of plan to be submitted to Project Review Board for review.

Will take into consideration strategies for ensuring the project reaches its intended audience and

follows good practices in encouraging knowledge uptake.

Finalize/approve plan by integrating suggestions from peer reviewers according to established best

practices.

Tracking: regular status reports will be distributed on a monthly basis. Mandatory quality status

meetings will be organized every quarter to ensure standards are being upheld and effectively address

arising issues (regarding water samples, compliance with building codes and standards, costs baselines

and training programs).

Quality MetricsBased on stakeholder product requirements, internal process standards, and applicable international

standards, the following metrics have been established for the charity: water Project. These metrics have been

reviewed and approved internally and with the stakeholders:

1. Well site location

2. Proper Well Construction

3. Water testing

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4. On-time performance

5. Cost control

6. Training

7. Execution of project per project plan

8. Customer Satisfaction

Quality Assurance Plan using Quality Metrics

Based on the metrics above, Quality Assurance plan was developed in order to ensure and control quality of a

project and end product.

Quality Assurance

Item

Quality Measure Quality Assurance Activity

Control Quality Frequency

QA1 – Well site location

Based on Hydrogeology, close proximity to any contamination sources, number of people that will be served and other collected data.

Benchmarking to identify best practices and lessons learned

Location selected by a specialized firm.Physical “walk around” by PM, specialist and customer

Upon presentation of the deliverable to the stakeholders

QA2 – Proper Well Construction

Well will be drilled to reach groundwater.Well build according to design and standards

Hire only licensed and insured contractor

Compliance to international Standards.Inspection at each step of the build: borehole, pump pad, sanitary seal, gravel pack, water flow rate

Inspection report for each completed well.

QA3 – Water testing

Water will be tested before and after completion of each well. Installation of water filters.

Hire only licensed professional to conduct water tests and filter installations

Compliance to local and international Standards

Inspection report for each completed well.

QA4 – On-time performance

100% Compliance with project milestones

Audit project activities such asQuality and project progress

Communicating any issues that arise at the earliest possible time.

End of each task/project phase

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Quality Assurance

Item



Quality Assurance Item



QA5 – Cost control

~ 10% variance of allocated Project budget

Audit project activities such asQuality and project progress

Communicating any delay or cost increase at the earliest possible time

End of each task/project phase

QA6 – Training Creation of local “Water communities” that will be responsible for proper usage and maintenance of the well

Easy to understand user guides and service manuals.Water pump is made of readily available and easily maintained parts that are locally accessible

Educating on proper hygiene practices according to WHO guidelines. Monthly inspections from government stakeholders

At the completion of each built well

QA7 – Execution of project per project plan

100% compliance with project plan

Audit following project activities:QualityProject progress

Once per project phase

QA8 – Customer satisfaction

100% compliance with international standards.Compliance with project plan.

Audit following project activities:InspectionsAcceptance criteria by the clientQualityProject Deliverables

Reporting on progress, timelines and budget of the project.

Once per project phase

Table #7: Quality Assurance Metrics

RISK

Risk Management PlanThe first step to risk management is Identification. PMO will refer to “loss history database” as it is a reliable

source of quantitative and qualitative data. In addition, Risk Management will be required to provide bi-weekly

reports generated from risk identification software e.g. RiskTrak, Microsoft Excel-based Vulnerability

Assessment Workbook. Adopting the software approach will assist in identifying risk such as financial, to

determine whether protocols were followed and raise/flag questionable transactions. The knowledge of

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Subject Experts (Delphi Technique) will be used to identify other potential risks and analyze all detected threats

& opportunities. To create an effective plan, the identified risks including data credibility, community resistance

etc. will be analyzed in terms of their cause and likelihood and potential effect. Our analysis will be

quantitative, qualitative or both. After the risk analysis phase, risk treatment decisions will be made. Depending

on our (agreed upon) risk tolerance level. Potential causes of action:

a. Mitigate the likelihood/impact of the risk on the water project. Previous experience with similar

risks, we provide reliable knowledge on how to mitigate risks.

b. Accept risks that are out of our control e.g. political instability.

c. Transfer the responsibility of the risk, primarily through insurance policies. Having insurance will

reduce the severity of the loss and offer financial compensation.

d. Exploit risks that offer both opportunities and threats.

Once the above are complete, Risk Management will monitor and determine the effectiveness of the

implemented controls for the duration of the project lifecycle. Status reports will be generated on a weekly

basis and reviewed by a board of all functional areas on a bi-weekly basis.

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Risk Register (opportunities and threats)

Table #8: Risk Register

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Additional Key Notes: 1. Drought

Threat: The current scope (standing pipe & solar powered wells) will be impossible if a drought occurs

Opportunity: Research creative solutions to supply water in such desperate circumstances.

2. Site accident/casualties

Mitigate - Develop safety procedure/plan

Transfer - Submit insurance claim for appropriate compensation

3. Community Resistance - lack of community acceptance/support especially if they are more familiar with

another organization will threaten the success of the project. If the community is not comfortable with us

coming in, there is the opportunity to adopt relationship-building techniques that will demonstrate

transparency and best intentions.

4. Reputational Risk - if we are able to deliver a complete project according to scope expectations, all

stakeholders will be satisfied. There is also the threat of losing trust if our response to a situation/crisis is

deemed culturally insensitive.

5. Equipment Defect - early detection of a defect will give the vendor the chance to develop a technological

advancement that will lead to quality and productivity improvement (without negatively affecting timelines).

This might pose as a threat if working conditions become unsafe and lead to injuries/casualties.

Actions required in this situation are to take equipment out of commission and store in a safe area. Contact

vendor for immediate solution/schedule adjustments.

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Probability and Impact Matrix

Table #9: Probability and Impact Matrix

Risk Response Plans

Risk Response Plans (top 3 risks)

The Top 3 risks were selected based on highest probability to occur and significance of impact on project

completion.

1. Exceeds cost baseline - during the implementation phase, if a major event such as equipment

breakdown occurs, its replacement will significantly impact initial cost plans. PMO and Finance will be

responsible for implementing the contingency budget plan and renegotiating the (operational) terms of

contractual agreement. Risk treatment is to mitigate. In the event this high impact occurrence isn’t

adequately planned for, it will result in scope readjustment.

2. Vendor Incapacity - in the event the selected vendor is unable to meet his commitment, the project

would be negatively impacted. Due to shortage of resources, labour strikes, lack of operation capacity,

vendors may experience difficulties in meeting expectations in terms of quantity, quality and delivery

time. Risk treatment is to mitigate. Organize an emergency meeting to determine cause of action; relief

selected vendor of his duties and refer to shortlisted/backup vendor list.

3. Schedule Delay - project disruptions due to political climate, procurement delays, bottlenecks in

permit/licences administration (as a result of public servant strikes, public holidays, backlog of

processing times) will cause deviation in the time plan. The following have the highest time

consequence:34

(Sub) contractors’ performance and inability to delivery

Procurement – availability of resources and ability to import/deliver all

materials/equipment according to original schedule

If the construction team is found noncompliant during inspection, the correction

process will lead to the amendment of the schedule.

Risk Treatment is to mitigate. Apply contingency plan (previously developed for similar projects) to

reduce the negative effect and project incompletion.

PROCUREMENT

Procurement Management PlanProcurement Management Plan sets the procurement framework for this project. It will serve as a guide for

managing procurement throughout the life of the project and will be updated, as acquisition needs change.

This plan identified and defined items to be procured:

Engineering firm will review all available data (site survey and engineering data). They will also design

and select of the appropriate technology for each location.

General contractor has all necessary equipment, labour force and materials to build water well

according to international standards (includes installation of water filters).

Inspection done by international and government organizations to confirm that wells are built

according to international/local standards and water tests performed to confirm that water is clean

and safe for drinking.

Analogous estimating will be used for proper cost determination and for all contract negotiations.

Make or Buy Decision Justification

Name Make or Buy JustificationEngineering firm - collected data

review and designBuy Specialized service

General Contractor Buy Availability of pre-qualified vendors in the market with whom we have

long experienceInspection Buy Third party specialized service

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Source Selection Criteria

Engineering firm

Availability 20% Services 20% Previous Work Experience 40%

Reference 40%

Terra May – May Civil and Commercial

100% Satisfaction Excellent

TDI Corp. May – June Civil 100% Satisfaction Very GoodStantech Inc. May – May Civil and

Commercial100% Satisfaction Excellent

E.P.L Inc.* May – Sept Civil, Commercial, Hydrogeology

100% Satisfaction Excellent

*Based on the above criteria E.P.L. Inc. is our preferred Engineering firm.

General Contractor

Availability20%

Insurance/Bonds10%

Financial Stability

20%

Previous Work Experience

35%

Post Construction Warranty/Support

15%Eco Logic May – Sep On-site damage,

Health and hazardBest 90% Satisfaction;

Work completed on time and on budget

Labor 1 year

Water 4 Life

May – Jan On-site damage Good 75% Satisfaction;Delay in delivery

Labor 2 years

Done Right Inc.

May – Oct On-site damage Good 80% Satisfaction;Work completed on time

but went over budget

Labor 1 year

Total Solutions*

May - May On-site damage, Health and hazard

Best 95% Satisfaction;Work completed on time

and on budget

Labor 3 years

*Based on the above criteria Total Solutions is our preferred General contractor.

Inspection

Availability20%

Previous Work Experience15%

Standards25%

References40%

Water Mark* Anytime upon request

100% SatisfactionLocal lab specialized in water testing

InternationalLocal

Excellent

Safety first May - Sep 90% SatisfactionLocal lab

Local Very Good

Health and Hazard

May - May 95% SatisfactionLocal lab

Local Very Good

WHO 3 months advance notice needed

95% satisfaction,Big lab - latest tools

International Excellent

*Based on the above criteria Water Mark is our preferred Inspection agency

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Type of Contracts

Our project team has determined that the best type of contract to be used with the selected general contractor

is a Fixed Price with Economic Price Adjustment Contract (FR-EPA). Specialized work to be performed by a

general contractor and duration of the project were the deciding factors for selection of this type of contract.

It will give us the possibility to build a long-term relationship with the contractor in addition to protecting the

contractor and project team from external conditions that are beyond our control. Risk factors that were taken

into consideration in determining the best type of contract include (but not limited to) political instability in

Niger, cost increases/decreases for specific commodities in the world and inflation changes.

For Inspection services our project team has determined that the best type of contract to be used for this

project is a Firm Fixed Price Contract (FFP). Given that we have defined scope of work, risks of increasing costs

of a contract are minimal. This type of contract allows us to allocate fixed amount in the budget for inspection.

For Engineering firm services our project team has determined that best type of contract to be used for

this project is a Time & Material Contract (T&M). This type of contract was chosen because initial data review

and design will be performed as a pro-bono work because of the nature of the project. For any additional

consultation, unit labour rates will be negotiated and not-to-exceed values and time limits will be set. This will

give us flexibility to work with the firm on ongoing bases and all requests/changes will be performed in a timely

manner.

INTEGRATION

Integration Change Control ProceduresA big part of project success is to ensure the PMO plans for change and documents these changes throughout

the entire project using appropriate tools and techniques. A change control board, configuration management,

good communication and using project management software are some examples. Defining procedures and

using written and oral management reports help all key stakeholders to identify and manage any changes that

take place. Providing “clean water” to communities in Niger involves a lot of delegating by the PMO; therefore

it is critical the PMO demonstrates strong leadership skills for overall project success.

Change Control Board (CCB): consists of PMO, donor and General Contractor.

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The table below demonstrates how Change Control Procedures are performed for the project.

CHANGE REQUEST STEP DETAIL RESPONSIBILITY

Identify Recognize the need for a change Any project stakeholderAssessment Non valid request for change:

Reject - does not proceed Defer - change request will take place at

another time

Valid request Determine appropriate resources to

analyze request Assess potential impact of change,

including cost, time and scope Update the change request document

PMO

Analysis Distribute the change request for analysis to appropriate team members. Analyze the impact of change to ensure it doesn’t greatly impact the overall cost and schedule and then update the change request document

PMO (and General Contractor where applicable)

Approval Review analysis provided for change request. If approved – the PMO implements the approved change and finalizes all updates on written documents with changesIf not approved – the PMO will reject or defer the change request and the project will proceed as planned

CCB

Implementation Update project management plans and procedures. Distribute changed plans to all key stakeholders. A meeting with key stakeholders may be required to ensure all stakeholders are properly informed and clear on the changes. Monitor progress and upon completion close off change request documentation.

PMO (and General Contractor where applicable)

Project Completion and ReviewIn order to close off the project with all key stakeholders, the PMO will work with key stakeholders to ensure all

activities have been completed and will transfer the completed work to the appropriate people. To accomplish

this the PMO in collaboration with the General Contractor must ensure all work has been delivered according

to the strategic plan, work schedules, timing and within budget. Other items should also be taken into

consideration. For example, research and data collected were applicable to area of interest; quality was

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conducted during construction phases; water treatment testing and inspection followed strict guidelines

according to international standards; and our donor was managed closely throughout the entire process.

Upon completion of site construction the PMO team will provide an acceptance written letter and sign off on all

completed tasks. This will verify that all terms of the contract were met. As mentioned in the Scope section one

of our deliverables is, “creation of water communities that is sustainable via local users who have been trained

on how to use equipment properly, educated on repair and ongoing maintenance in order to prevent

contamination, proper use of personal hygiene and economical use of water”. This requires the PMO in

collaboration with the General Contractor to hand off all training and education tools/resources with the local

teams who will provide ongoing service and maintenance to keep our “water communities” alive.

The last step in closing the project is distribution of a formal final project report by the PMO. This will include

all the work that has been done in detail, including operations and a process for transitioning to local partners,

teams and future projects. A lessons-learned report will also be written and shared with all key stakeholders. It

is a very valuable report because it will provide as a huge asset for sustainability and continued developments

for “clean water” in Niger and other developing countries.

Below is a list of project documentation, closure documents and historical information that will be made

available at the close of the project.

Project plan completed and approved by all key stakeholders

All change requests closed (reviewed and signed-off by representatives of the Change Control

Board)

All formal reports resolved, updated and approved (quality, risk)

All inspection reports approved with a “pass”

Current census data and authorized government permits

A written letter from the communities of Niger accepting our project to be developed within their

community

All data documentation (geographical, engineering and site survey)

All formal procurement documents

o RFP

o Vendor proposals (vendor selected and those not chosen)

o Contracts awarded

o Controlling process agreements

o Contract closures (including payment to vendor and administration)

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All formal site documentation

o Mapping and blueprint design from engineer

o Water test results and government authorization reports to proceed

o Contamination control processes

Equipment lists, contracts/agreements from supplier, defects

Site updates/change requests, accident reports, construction reports, final progress reports

Structure inspection reports

Sustainability plans for all site structures

Water treatments being used and installation processes, product codes, source

Testing and inspection reports from International governments and all approval documentation

accepting water access

Copies of all training and education tools/resources (hard and soft copy)

Formal written evaluation reports/lessons learned (soft copies available)

Final payment from donor, signatures, formal confirmation project completed and account closed

(upon acceptance of project)

Integration of Project In all projects it important to understand “integration”. This process involves coordinating all of the other

project management knowledge areas throughout its life cycle. The PMO must work in collaboration with key

stakeholders and ensure communication is clear on all levels (both written and orally). When developing the

project management plan for “Clean Water for Niger”, the PMO worked with key stakeholders to write the

project charter, authorizing the project. With this document, the project management plan can be written

addressing all needs for the project, responsibilities, resources, cost, schedule, stakeholders, procurement, etc.

Throughout each knowledge are the PMO is responsible for monitoring and controlling project work,

performing integrated change control and finally closing the project once formally approved and completed.

STAKEHOLDER MANAGEMENT

Stakeholder Management PlanThe projects objective is to find clean water for communities of Niger. Our first 1-2 years will be to supply water

to as many sites as possible from the funds provided by our donor. Our long-term goal is to find more donors

and partners who will financially, and with training and education contribute to providing more sites for the

communities of Niger. Training and educating local communities on water safety, contamination, etc. will also

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be a requirement for maintenance and long-term growth opportunities for clean water in several parts of

Niger. Many stakeholders are required to make this happen (listed in the stakeholder register below).

Additional information on stakeholder management can be found in the Communications Management Plan

and Stakeholder Contact Details section.

Stakeholder RegisterID# Name Role Influence Internal/ExternalS1 Project Management Team PMO/Lead in project High InternalS2 IT Team PMO Team member Moderate InternalS3 Marketing Team PMO Team member Moderate InternalS4 Finance Team PMO Team member High InternalS5 Risk Management Team PMO Team member High Internal

S6 Government of Niger Sponsor High ExternalS7 Government of France Sponsor Moderate ExternalS8 MaRS Partner Moderate ExternalS9 General Contractor Vendor High ExternalS10 Local Communities Supporter/Customer High ExternalS11 Local Partners Supporter/Partner High ExternalS12 WHO Supporter Moderate ExternalS13 Project Donor Funds project High External

Table #10: Stakeholder Register

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Power/Interest Grid

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APPENDICES

Sustainability Plan

The availability of clean water will serve as the foundation for improved life i.e. sustainable food

production/supply and will positively impact the region/country as poverty, healthcare and infrastructure

development and ultimately the economy will be transformed. Once the evaluation and reporting phase

of Clean water for Niger is complete, we will have a deep understanding of our success. The comprehensive

report will be presented to Government officials and Donors.

The sustainability plan will begin with another pilot project. Three-five communities who were recipients of

standing pipes/solar-powered wells will be selected. The focus of this project is to transfer agriculture/farming

techniques and will be overseen by another organization. This will allow residents to produce their own crops

and livestock. The expectation is harvest will boast the rural economy and be sufficient to purchase parts that

need to be replaced and eventually (independently build more water sources). Niger being a former colony of

France, maintains a cordial relationship. It is safe to assume the Government of France, will be willing to invest

future phases/sustainability projects.

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Diagrams

Standing Pipe

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Solar-Powered Wells

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